Mapping of the Private Health Sector Players and Partnerships in Uganda

Mapping of the Private Health Sector Players and Partnerships in Uganda

Introduction

 

The private health sector is highly diverse with significant problems and constraints, particularly fragmentation, poor coordination and lack of resources, which are significantly undermining its performance. In their efforts to find solutions to some of these problems, private health service organizations and institutions need to establish partnerships with stakeholders and development partners, which provide opportunities for capacity building, training, technical exchange programs, long-term sustainability of health system strengthening of these organizations. However, most of these partnerships are not properly coordinated at both the organizational and sector levels, and do not therefore fully address the sector priorities. In view of the foregoing, private health sector need to develop an appropriate strategic framework for the promotion, coordination and management of these partnerships, so as to focus them at sector priorities and realize their full potential. This will improve resource efficiency, sustainability and avoidance of   duplication.

Given this background, Uganda National Association of Private Hospitals (UNAPH) and other private health subsector organizations need to conduct a transparent mapping of the private health subsector organizations in Uganda. This policy brief presents the findings of the mapping and recommendations on the potential areas for partnerships.

Existing Health Partnerships

The mapping established the following:

§    Some private health sector organizations in Uganda have successfully established partnerships with development partners and international organizations from various countries;

§    The concept of partnership is not widely understood and clearly applied by most private health sector organizations in Uganda;

§    The presumptive umbrella organizations do not fully address and represent issues of their members, have competing tendencies against their subordinates and sometimes overlap their objectives;

§    The partnerships are mainly concentrated in some regions, few organizations and institutions while majority of the institutions do not have partnerships;

§    The vertical and horizontal partnerships tend to be opportunistic;

§    Government should retain the responsibility of transparent coordination, stewardship and identification of private health subsector players and not throw it all to a private player;

§    There is continuing unethical behavior of private sector associations which might abuse the partnership concept;

§    There  is  unclear  framework  to  guide  and  promote  the  targeting,  establishment, coordination, monitoring and evaluation of partnerships, particularly at sector level.

Potential Areas for Partnerships

All the organizations identified by the mapping program acknowledge the importance of partnership and express interest in developing appropriate partnerships with development partners and government. On the other hand, most of the major problems faced by these organizations are similar, and as such, the potential areas for partnerships are mostly generic. Actual scoping of focus areas for each individual subsector level association should be based on the priorities and status of the particular institution, and on gap filling basis.

Proposed Process for Identifying Partnerships

In order to improve the coordination and management of partnerships, it is proposed that the process of identifying priority areas for partnerships should be linked to the health sector planning process and be aligned to the national health strategic plan. The process should form part of each institution’s medium term expenditure framework (“MTEF”) and annual action planning process. Further, implementation of partnership activities should be managed in a transparent and accountable manner, and captured under the monitoring and evaluation arrangements, which are in practice within MOH and the respective institutions. Consistence adherence to sector objectives and priorities is key, coupled with integrity and corporate ethical behavior.

Currently Identified Key Private Health Subsector Players

1.   Faith-Based  Medical  Bureaus  (PNFPs)  i.e  Catholic,  Protestants,  Muslim  and

Orthodox

2.   Private  for  Profit  (PFPs)  Hospitals i.e Private  hospital  associations  (Independent private hospitals and private medical clinics), etc

3.   Health CSOs / NGOs

4.   Health Marketing organizations / Companies / Individuals

5.   Social Franchises

6.   Corporate Companies and Business Chambers of Commerce

7.   School Health – Private Schools       

8.   Health Innovations – IT / HMIS

9.   Private Medical Laboratories

10. Private Health Training Institutions

11. Traditional Medicines

12. Herbal Products / Food Supplements

13. Pharmacies

14. Health Insurance Companies

15. Private community health organizations

16. Medical Equipment Suppliers

17. Health / Medical Publishers / Communications / Health Journalists

18. Private Health Consultancy firms/ Research

19. Medical Waste and Environmental health

20. Health Lawyers / Legal Experts

21. Public Health companies and organizations

22. etc

Conclusion

Even though the concept of partnership has not been widely understood and transparently applied in the Ugandan private health sector, some organizations have established significant numbers of partnerships.  It is generally acknowledged that, if properly planned and managed, partnerships provide significant opportunities for health sector strengthening, capacity building and for long-term sustainable development. Almost all private organizations have interest in developing partnerships. The mapping will provide a sound basis for the development of an appropriate strategic framework for planning, coordination and management of partnership, which is urgently needed for the sector to realize full benefits from the partnerships. Partnerships should be integrated with the local health systems and strengthen the national health system and not foster dependency and fragmentation. The integration into existing health systems is essential for sustainability, local empowerment and public health management.

Uganda National Association of Private Hospitals (UNAPH) P.O.Box 29324 Kampala, Uganda.

Email: unaph22@yahoo.com, unaphserv@gmail.com Website: www.unaph.org www.ugandaprivatehospitals.blogspot.com